FollowershipChapter 12Northouse, Leadership 8e. © SAG.docx

Followership
Chapter 12
Northouse, Leadership 8e. © SAGE Publications, 2019.
2
2
Overview
Followership Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
Theoretical Approaches
Followership and Destructive Leaders
How Does Followership Work?
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Followership Description
Followers play a central role in the leadership process.
Historically, leaders have captured most of our attention.
Leaders have been viewed as the causal agents for
organizational change.
Today, researchers view leadership as a shared process. Leaders
and followers are interdependent.

The world needs more followers, and less glorified leaders.
4
Followership Defined
Followership--is a process whereby an individual or individuals
accept the influence of others to accomplish a common goal.
Followership has an ethical dimension; it is not morally neutral.
There are ethical consequences to followership; the character
and behavior of followers have an impact on organizational
outcomes.
5
Role-Based Perspective
Focus is on the typical roles followers enact while occupying a
formal or informal position within a hierarchical system.
Followers’ behaviors affect the leader and organizational
outcomes.
6
Relational-Based Perspective
Based on social constructivism: People create meaning about
their reality as they interact with each other.
Followership is co-created by the leader and follower in a given
situation through communication.
Leadership occurs as people exert influence on each other and
respond to those influence attempts.

7
Four Typologies of Followership
8
Zaleznik Typology (1965)
Psychological view of follower behaviors
Two axes of follower behaviors:
-dominance/submission
-passivity/activity
Four types of followers
- withdrawn (submissive/passive)
- masochistic (submissive/active)
- compulsive (dominance/passive)
- impulsive (dominance/active)
9
Types represent followers’ responses to inner tensions regarding

authority. Tensions may be unconscious but often come to the
surface when interacting with the leader.
10
Kelly Typology (1992)
Most recognized followership typology
Followers are enormously valuable to organizations
Emphasizes the motivations of followers
What accounts for exemplary followership?
Two axes of follower behavior:
- independent critical thinking/dependent uncritical
thinking
- active/passive
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Passive followers: Look to leader for direction and motivation
Conformist followers: On the leader’s side but still look for
direction and guidance
Alienated followers: Think for themselves and exhibit negative
energy
Exemplary followers: Active, positive, and offer independent
constructive criticism
13
Effective followers share same qualities:
They self-manage and think for themselves; exercise control,
work without supervision.
They show strong commitment to organizational goals and well
as personal goals.
They build their competence and master job skills.
They are credible, ethical, and courageous.
14
Chaleff Typology (1995, 2003, 2008)
Developed from WWI experience. Why do people follow toxic
leaders like Hitler? What can be done to prevent this from
recurring?
Followers serve a common purpose along with leaders.
Followers need to take a more proactive role.
Followers need to take more responsibility, feel more agency,
and confidence in ability to influence others.

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16
Prescriptive approach to making courageous followers:
Assume responsibility for the common purpose
Support the leader and organization
Constructively challenge the leader if the common purpose or
integrity of the group is being threatened
Champion the need for change when necessary
Take a moral stand that is different from the leader’s to prevent
ethical abuses
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Two axes of courageous followership:
- courage to support (low–high)
- courage to challenge (low–high)

Four styles of followership
- Resource (low support, low challenge)
- Individualist (low support, high challenge)
- Implementer (high support, low challenge)
- Partner (high support, high challenge)
19
Kellerman Typology (2008)
Developed from perspective of political science
Leaders’ importance overestimated because they have more
power, authority and influence; importance of followers is
underestimated.
Followers are “unleaders” with less rank and who defer to
leaders.
20
Followers differentiated on one attribute: Level of engagement
(low–high)
21

Five levels of followers:
Isolates are completely unengaged.
Bystanders are observers who do not participate.
Participants are partially engaged and willing to take a stand on
issues.
Activists feel strongly about the leader and the leader’s policies
and act on their own beliefs.
Diehards are totally dedicated to their cause; deeply committed
to supporting the leader or opposing the leader.
22
The Value of Typologies
Provide a starting point for research
Highlight many ways followers have been conceptualized
Share some commonalities among them
Provide labels for follower types which can assist leaders in
effectively communicating with them
23
Theoretical Approaches to Followership
Uhl-Bien (2014)--Followership is comprised of “characteristics,
behaviors and processes of individuals acting in relation to
leaders.”
Followership is a relationally-based process that includes how
followers and leaders interact to construct leadership and its
outcomes.
24

25
Follower characteristics
- attributes, traits, motivations, and perceptions
Leader characteristics
- attributes, power, perceptions, and affect
Followership and leadership behaviors
- Extent to which followers obey, defer to, or resist the
leader
- How leader influences followers to respond
Followership outcomes
-Results that influence the follower, leader, their
relationship, and the leadership process.
26
Two Theoretical Frameworks
Reversing the Lens
Focus on how followers affect leaders and organizational
outcomes
Followers can be change agents
-Impact of follower characteristics on follower
behavior
- Impact of follower behavior on leader perceptions and
behaviors and vice versa

- Impact of both followers and leaders on followership
outcomes
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The Leadership Co-Created Process
One person’s leadership behaviors interact with another
person’s followership behaviors to create leadership and its
outcomes.
Leader behaviors are influence attempts.
Follower behaviors grant power to another, comply, or
challenge.
29
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New Perspectives on Followership

Carsten, Harms, and Uhl-Bien, 2014
Followers get the job done
Followers work in the best interest of the organization’s mission
Followers challenge leaders
Followers support the leader
Followers learn from leaders
31
Followership and Destructive Leaders
Lipman-Blumen: The Allure of Toxic Leaders (2005)
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How Followership Works
Discussing followership elevates its importance and the value of
followers
Followership is about how individuals accept influence of
others to reach a common goal
Research helps us understand why harmful leadership occurs
and sometimes goes unrestrained
33
Strengths
Recognizes followership as an integral part of the leadership
equation

Forces a whole new way for people to think about leadership,
and to focus on followers
Views leadership as co-constructed
Provides a set of basic prescriptions for what a follower should
or shouldn’t’ do to be effective
34
Criticisms
Little methodical research ahs been done so far
Current followership literature primarily based on observation
and anecdote
Leader-centric view of leadership may be too ingrained for
followership to gain importance
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Application
Followership is as important as leadership.
Learning about leadership can be useful for organizational
training and development.
Leaders can learn how to understand followers and how to most
effectively work with them.
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citation_instruction
Accessibility Information and Tips Revised Date: 07/2015The
Lived Experiences of People With Chronic Obstructive
Pulmonary Disease: A Phenomenological Study
Detailed RecordTitle:The Lived Experiences of People With
Chronic Obstructive Pulmonary Disease: A Phenomenological
Study.Authors:Chang YY; Lecturer, Department of Nursing,
Chang Gung University of Science and Technology, Taoyuan
City, Taiwan. [email protected]; Doctoral Candidate, School of
Nursing, College of Medicine, National Taiwan University,
Taipei City, Taiwan. [email protected]
Dai YT; Professor, School of Nursing, College of Medicine,
National Taiwan University, Taipei City, Taiwan.
Chien NH; Lecturer, Department of Nursing, Chang Gung
University of Science and Technology, Taoyuan City, Taiwan.;
Doctoral Candidate, School of Nursing, National Taipei
University of Nursing and Health Sciences, Taipei City,
Taiwan.
Chan HY; Registered Nurse, Department of Nursing, National
Taiwan University Hospital, Taipei City, Taiwan.; Doctoral
Candidate, School of Nursing, College of Medicine, National
Taiwan University, Taipei City, Taiwan.Source:Journal Of
Nursing Scholarship: An Official Publication Of Sigma Theta
Tau International Honor Society Of Nursing [J Nurs Scholarsh]
2016 Sep; Vol. 48 (5), pp. 466-71. Date of Electronic
Publication: 2016 Jun 29.Publication Type:Journal
ArticleLanguage:EnglishJournal Info:Publisher: Wiley Country
of Publication: United States NLM ID: 100911591 Publication
Model: Print-Electronic Cited Medium: Internet ISSN: 1547-
5069 (Electronic) Linking ISSN: 15276546 NLM ISO
Abbreviation: J Nurs Scholarsh Subsets: MEDLINE;
NursingImprint Name(s):Publication: Hoboken, NJ : Wiley

Original Publication: Indianapolis, IN : Sigma Theta Tau
International, 2000-MeSH Terms:Adaptation, Psychological*
Attitude to Health*
Pulmonary Disease, Chronic Obstructive/*psychology
Acute Disease/therapy ; Aged ; Aged, 80 and over ; Female
; Hospitalization ; Humans ; Male ; Middle Aged
; Pneumonia/therapy ; Pulmonary Disease, Chronic
Obstructive/therapy ; Qualitative Research ; Self Care
; TaiwanAbstract:Purpose: This study explored the lived
experiences of people with chronic obstructive pulmonary
disease (COPD) following hospitalization for acute exacerbation
or pneumonia.
Design and Method: A phenomenological approach was adopted
to collect data through semistructured interviews. Fourteen
participants were recruited from a medical center in northern
Taiwan. Data were collected from January 2013 to January
2014. Giorgi's phenomenological methodology was adopted to
analyze the interview content.
Findings: Three phenomenological themes emerged: trapped in
an invisible cage, torments in the winter, and striving for
wellness.
Conclusions: This study sought to elucidate the lived
experiences of people with COPD, who perceived themselves as
feeling an overwhelming sense of confinement. The
interviewees displayed positive attitudes, indicating that people
with COPD are willing to cope with their disease. Health
practitioners should focus on educating people with COPD
about their needs, encouraging them to be more positive, and
assisting them in engaging in self-management.
Clinical Relevance: People with COPD can cope with the
disease and seek alternative methods to improve their health.
These positive attitudes could be used to encourage self-
management in the future.
(© 2016 Sigma Theta Tau International.)Contributed
Indexing:Keywords: Chronic disease*; long-term care*;
phenomenology*; qualitative research*; respiratory*Entry

Date(s):Date Created: 20160630 Date Completed: 20170911
Latest Revision: 20181202Update
Code:20181211DOI:10.1111/jnu.12230PMID:27355698
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